What are the key factors for doubling the performance of an e-commerce team? First, establish high efficiency, then attract top talent.

The ultimate answer to performance dilemmas: exploring the logical starting point of high efficiency and high talent – ​​don't fall into the trap of "emphasizing incentives while neglecting the model"!

Last night, I heard a story that would send chills down the spine of any entrepreneur.

It's not about a giant falling, but about the real predicament of a fruit chain entrepreneur.

She gave the lion's share of the profits to her private domain team.

However, the team remained lazy.

Performance remains sluggish.

This is practically a commercial version of "The Farmer and the Snake".

You give your all to feed it, but all you get in return is a mess.

Does this confusion sound very familiar?

Many managers have a deep-seated misconception.

They simplified management to a synonym for "motivation".

It's as if as long as you throw out enough money, your employees will work as hard as clockwork.

But reality slapped them hard in the face.

What is the most crucial thing that we have overlooked?

Before considering how to distribute the money and how to design incentive mechanisms.

Shouldn't we stop and ask ourselves a more fundamental question?

Is the business model itself valid?

This is the foundation of all skyscrapers.

If the foundation is quicksand, no matter how much gold you pile on top, it will only collapse faster.

From "profit sharing" to "business model": The standard approach to launching a private domain

Let's return to the case of this fruit chain entrepreneur.

She was eager to build a private domain team right away.

Strategically, this was the first wrong step.

The efficiency of a team is not achieved by simply increasing the number of people.

It's not based onunlimitedIt was achieved through the incentives of the system.

What should we do first?

It is about successfully running the "single-person model".

This is a crucial concept.

It means, letA personWith proper operation, satisfactory profits and high efficiency can be generated.

In private domain operations, this can be measured by how many communities one person is responsible for, how many customers they convert, and how many repeat purchases they generate.

Only when this "one-person model" proves to be efficient and profitable.

Only then can we discuss team building, scaling, and incentive distribution.

Otherwise, you'll just be setting up an inefficient cost center.

Every penny you give away becomes a sunk cost.

Which comes first, talent or high efficiency? A business logic that defies intuition.

Now, let's get straight to the core contradiction of the article.

This is a problem that keeps many people up at night.

Is it about recruiting a bunch of "talented individuals" first and then expecting them to create high efficiency?

Or should we first design a track that allows for "traveling a thousand miles a day" and then wait for talent to voluntarily enter the field?

I believe most people's first reaction would be the former: "First, you need talent, then you need efficiency."

This aligns perfectly with our sense of heroism.

We always believe that superstars are driving the world forward.

But the harsh realities of business are exactly the opposite of our intuition.

The standard logic is: only when there are highly efficient tasks can talent be gathered.

Why is that?

The upper limit of human efficiency is mainly determined by the attributes of the "task itself".

It is not determined by individual ability.

We can imagine it.

A highly capable real estate salesperson.

He was in a market that had been regulated to a freezing point.

Even if he has excellent speaking skills and strong customer relationships, how high can his performance be?

His efforts will ultimately be locked at a low level by the "invisible hand" of the market.

Conversely, in an era when the market is extremely hot and everyone is scrambling to buy houses.

An ordinary salesperson who has just entered the industry.

He could easily close high-value deals simply by handing out flyers and answering phone calls.

You see, it is the "high-efficiency" track that is attracting and nurturing talent.

High employee productivity is the most powerful job advertisement.

It allows ordinary people to achieve extraordinary rewards through hard work.

This is the fundamental reason why talented people flock to it.

70 minutes哲学The gold standard for proving model feasibility

So how do we prove that a business model has the potential to be "highly efficient"?

My approach was to personally go through the process of implementing this "one-person model".

Furthermore, I set a [specific feature/feature] for it.70 minutesThe standard.

Why set a score of 70 instead of striving for perfection?

Because a business model needs to be optimized to 100 points to prove its feasibility.

Therefore, this model itself is extremely difficult to replicate and scale.

It may rely too heavily on the special abilities of the founder or a small elite.

This means it lacks universality.

What does 70 points represent?

It represents"Sufficient, replicable, and with the potential for high human efficiency".

Once we run the single-player model with a score of 70.

We have sent a clear signal to the market and potential outstanding talents.

"This is a profitable business, and it's not difficult."

When outstanding talents see this "70-point foundation".

They'll join in like they've been injected with adrenaline.

Because they know that this is based on high human efficiency.

They can utilize their professional skills and creativity.

They easily raised their score from 70 to 90 or even higher.

This is the best synergy between talent and business model.

Identifying the "Low-Efficiency Trap": Is it worth doing, or worth giving up?

Conversely, if a business...

You find that no matter how it runs, it can only barely achieve low efficiency.

Our primary concern should not be how to manage it.

Instead, we need to ask a more painful question:

Is this matter still worth continuing?

Many managers choose to use management techniques to try to "squeeze" out more efficiency.

But you must understand a reality.

The effect of using management methods to improve an inefficient business is extremely limited.

It may only have 20% to 30% room for improvement.

If the basic efficiency of this business is only 10%.

Even if you improve by 30%, it's still only 13%.

How much significance can such a "low-level improvement" have for the survival and development of enterprises?

Therefore, they struggle in the quagmire of low efficiency.

It's better to bravely admit defeat and decisively adjust your course.

Invest resources in businesses that have proven to have high productivity potential.

This is the real strategic choice.

That's what smart people do.

High efficiency doesn't happen out of thin air: it comes from learning from mature business models.

Finally, we must clarify one important insight.

Highly efficient business models are usually not created out of thin air.

If a model claims to be unprecedented and groundbreaking.

It is very likely that it is a huge trap.

Because the success rate of business models tends to favor those that have been validated by the market.

The real opportunities for "high efficiency" often lie hidden in mature business sectors.

They are not entirely new inventions.

These are "old models" that have been proven to work by countless people.

The key is whether we are willing to lower our standards.

Are you willing to spend time finding, observing, and studying successful cases?

These cases may not be glamorous.

They might just be some insignificant detail.

But they are what support highly efficient operation.Core Gear.

What we should do is to incorporate the high efficiency of mature models.logicThey cleverly migrated it into their own business.

Instead of blindly pursuing "disruptive innovation".

In conclusion: Only by mastering the high ground of business logic can one effectively manage the influx of talent.

By meticulously analyzing the relationship between high efficiency and high talent.

We were able to glimpse the hidden workings of business.铁律.

Incentives are merely accelerators.

The model is the steering wheel.

If you don't have a track with high human efficiency.

No matter how much money you give, you can't make a horse-drawn carriage run fast.

Only those who have grasped the profound business principle that "a highly efficient work model comes first, then a pool of highly skilled talent" can truly succeed.principleThe manager.

Only then can we truly stand at the strategic high ground.

They based their efficiencysubtleThe capture and the human nature宏大understand.

Created like a clockPrecisionThe operating system.

This is undoubtedly something that transcends the ordinary.Insight.

This is what business is all about.NatureA profound understanding.

Dear readers, the cruelty of the business world lies in the fact that it never rewards kindness, only efficiency.

I hope you can learn a lesson from this "fruit chain" story.

Now, it's time to examine your own business model.

Is your model a "treasure trove" with high human efficiency?

Or is it a bottomless pit that requires constant spending?

Only by first establishing a solid foundation of high human efficiency can you attract truly outstanding individuals.

Go and delve into your business processes. Find that single-person model that can be run successfully with a score of 70%.

This is the only path for you to break through performance difficulties and achieve large-scale growth.

Take action now to stop unnecessary internal friction and motivation.